The sameness of 'weird' university leaderships creates well-documented risks for the sector and adds to the challenges of ensuring higher education meets future needs.
Manchester United manager Ole Gunnar Solskjaer after beating Paris Saint-Germain in the UEFA Champions League on March 6, 2019.
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Khatera Sahibzada, USC Dornsife College of Letters, Arts and Sciences
The ancient Chinese teacher called reflection the best way to become wise, yet we rarely consider it a core trait of a great leader. It's time for that to change.
Three influential college presidents: Charles Eliot of Harvard (in office 1869-1909), Robert Maynard Hutchins of the University of Chicago (1929-45) and Drew Faust of Harvard (2007-18).
AP Photo/Edward Kitch/Charles Krupa
A former president of Northeastern and scholar of higher education shares his perspectives on what has – and hasn't – changed in the role of the college president.
Bad leaders are bad news – for their followers and for the world as a whole.
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There's a widening global crisis in the legitimacy and credibility of leadership. It can be attributed to five sources: unable; unintelligent; immature; immoral and/or destructive leadership.
Modern, transformative university leaders invite and really listen to all perspectives.
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In future, universities will only survive if they can produce knowledge fast and innovate. This will require transformational leadership that gets everyone involved.
Ideally, the cabinet should include four of the seven types of leaders - and only two of those make effective prime ministers.
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Analysis of the mindsets and responses of thousands of senior leaders tells us only about 7% are likely to have the right stuff to lead effective government responses to wicked problems.